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Asuccessful business is due to productive employees, especially in the hotel industry. To keep employees productive their needs must be satisfied. Effectively managing wage and hours is one way to do this. However, this can be challenging in the United States due to the decline in travel after September 11th. Further, laws will always be changing and policies must abide by these new rules. If management follows the regulations, it still does not guarantee unions and workers will be content. Hence, a hotels outlook on wage and hours must consider all these factors. Some choose to move workers to departments that are busy, others opt for layoffs. Perhaps the most popular trend is to mirror the competition’s policies. Whatever the method, wage and hours must be constantly analysed to ensure success in the hotel industry.

The construct of “tradition” is commonly used in studies of society and culture and refers to historically patterned institutionalized practices that emphasize the “presentness of the past” in their transmission. However, there is “very little analysis of the properties of tradition” (Shils, 1971, p. 124), especially in the management literature. We draw on illustrative examples from Martha Stewart Living magazine to reveal the use and meanings of traditions and their relevance to understanding institutional micro-foundations in contemporary living. We investigate how organizations bundle various aspects of institutions in their presentation, and seek to advance theory on how institutions matter in everyday life.

Based on the theoretical underpinnings of the theory of work adjustment and social exchange framework, the authors contend that an employee's trust in management (TIM) will interact with the flourishing-at-work (FAW) to predict turnover intentions (TIs). Specifically, the authors assumed that FAW will have a stronger negative effect on TIs, given the greater degree of TIM.

Leveraging a cross-sectional survey design and data gathered from 587 IT professionals working in India, the findings revealed that FAW negatively predicted TIs. More importantly, TIM accentuates or moderates the negative relationship between FAW and TIs.

Specifically, TIM was found to have a significant moderating effect on the relationship between (1) psychological well-being (PWB) and TIs, (2) social well-being and TIs. Interestingly, a nonsignificant moderating effect was observed on the relationship between emotional well-being (EWB) and TIs.

The research findings of this study might be context-specific as the IT industry in India generally has high attrition, so obviously, a higher TIs is expected from IT professionals. Therefore, future studies should explore a different industry may be manufacturing and so on, to test the current study's research framework.

These are highly important contributions to the extant scholarship on FAW, as the study offers new wisdom into how FAW influences TIs under the contingent effect of TIM.

This is the first of its kind study to explore the moderating role of TIM on the link between FAW and employees' TIs.

This study's goal is to look at how visitors' experiences affect the indirect links between the destination's extrinsic motivations (DEMs) and tourists' intrinsic motives (TIMs), on the one hand, and the perceived destination image (PDI), on the other.

Using structural equation modeling, 613 tourists from different nationalities were used to test the five hypotheses.

The research results revealed that second-order destinations' extrinsic motivations directly impact TIM and PDI. It also showed that tourists' experiences as moderators reduce the direct effect of DEM on PDI for first-time visitors compared to repeat visitors. Moreover, it increases the direct effect of TIM on PDI for repeated visitors.

Destination managers can fix the problems that hurt their reputations and images by hiring police officers in tourist areas and cleaning tourist places. In the same way, destination managers and travel agencies should use AI tools to create social media marketing campaigns focusing on natural and historical monuments. Also, the marketing plans should stress the value for money (for example, lodging, food and attractions’ cost). Finally, destination marketers can make programs for repeat visitors, focusing on DEM and TIM.

This article tries to fill a gap in the research on PDI formation in emerging markets as a modern technique in destination marketing by using the push-intrinsic and pull-extrinsic theories. It also looks at how the tourists' experiences moderate the direct link between DEM, TIM and PDI. Lastly, this study examines how TIM affects a destination's image in emerging markets.

Scholars have studied how entrepreneurs acquire resources but have not examined how resources may be bundled with constraints, which can threaten entrepreneurial autonomy. Organizational sponsors, such as incubators and accelerators, provide entrepreneurs with resources, but how do entrepreneurs sustain autonomy while seeking resources and support? We studied five entrepreneurial firms in a business incubator over a six-month period. While benefitting from incubator resources, entrepreneurs also experienced unexpected constraints, including mentor role conflict, gatekeeper control, and affiliation dissonance. By showing how entrepreneurs unbundled the incubator’s resources from constraints, we explain how entrepreneurs manage the tension between acquiring resources and preserving autonomy.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Idiosyncratic jobs occur when formal job duties match the abilities or interests of a specific person. New duties can accrue or be negotiated to match an existing employee or a potential hire. Idiosyncratic jobs can help organizations deal with changing contexts, and influence organizational goals and structure. They can affect job holders’ careers and organizational job structures. The evolutionary accumulation of idiosyncratic jobs can potentially generate unplanned organizational learning. Promising research frontiers include links to work on job crafting, I-Deals, negotiated joining, and ecologies of jobs. Deeper exploration of these domains can advance core theories of job design and organizational transformation and inform normative theory on organizational use of idiosyncratic jobs without falling into cronyism, inefficiency, or injustice.

The purpose of this paper is to demonstrate the implementation of modern technology by using a web camera to facilitate a family intervention (e‐FI) in the treatment of schizophrenia, within a forensic service.

A case study using questionnaire tools to measure outcome variables from the web‐based family intervention was used. Pre‐, mid‐ and post‐treatment scores were compared to present the progression of outcomes throughout the study.

This study provides an account of the successful implementation of a web camera facilitated family intervention in a forensic service. The findings showed improved social, emotional and practical outcomes for the family involved. The ease and acceptability of using the technique is demonstrated.

This study presents a novel application in utilising a web camera to implement family intervention within forensic services with successful outcomes.

Research on the relationship between high job satisfaction human resources (HR) practices and work-related outcomes at the individual level rarely focuses on job crafting and levels of job passion. To fill this knowledge gap, we show how the relationships between perceived job passion by employees and the availability of HR practices and job satisfaction can vary in job crafting. Based on the job demands–resources (JD-R) perspective, this study was conducted primarily to test the effect of job crafting on the relationship between job passion and job satisfaction. Within the scope of the study, the mediator and moderator role of job crafting between these variables was investigated. The study was collected from 790 people working as blue collars in companies operating in the field of industry in Turkey by survey method. According to the findings of the study, it was observed that job crafting affects job satisfaction in the same direction. In addition to these, the partial mediator and moderator role of job crafting has been observed in the effect of job passion on job satisfaction. Considering these results, it has been observed that the passion for work of blue-collar employees affects job satisfaction. When job crafting is added to this effect, the intensity, strength, and direction of the effect between two variables can change. As a result of the study findings, it has been shown that managers and especially HR managers will strengthen the effect between job crafting and job satisfaction by ensuring the passion of blue-collar individuals.